Strategic Planning

A Framework for Action

2026–2029 Nevada State University Strategic Plan

Our current approved plan includes 3 goals, 12 objectives, and measurable key performance indicators.

Alignment & Planning Vocabulary

NSHE and NWCCU Alignment

At the Nevada System of Higher Education level, the plan supports goals related to access, student success, and workforce needs as outlined in Success by Design: The Strategic Plan for the Nevada System of Higher Education, A Blueprint for 2025–2031.

The plan also reflects Northwest Commission on Colleges and Universities (NWCCU) expectations for mission fulfillment, evidence-based planning, assessment, and continuous improvement.

Board of Regents Presentations

Nevada State University presents its strategic plan and progress to the NSHE Board of Regents as part of its accountability to the System and the public.

  • September 4, 2026: The 2026–2029 strategic plan, A Framework for Action, and the revised mission statement are presented for approval (Item 21).
  • Coming soon: Future progress presentations will be listed here as they are delivered.

Planning Vocabulary

Mission: Why we do what we do. (Read about our mission)

Goal: What we aim to achieve.

Objective: How we make progress toward each goal, measured by key performance indicators (KPIs).

Strategic Goals + Objectives

Each of the plan’s three goals and twelve objectives is supported by measurable key performance indicators (KPIs), enabling regular progress monitoring and data-informed decision-making.

Benchmarks and targets for each KPI will be published with the data dashboard. Coming soon: October 1, 2026.

Goal 1: Foster Student Support and Success

Objective 1.1: Improve retention and graduation rates

Retention and graduation rates are among the most meaningful measures of student success. NSU is committed to strengthening these outcomes because degree completion is the most direct path to the economic mobility central to NSU’s mission.

Objective 1.2: Strengthen first- and second-year success

The first and second years are pivotal times in a student’s academic journey. Success in gateway courses is directly linked to continued enrollment and degree completion. NSU is committed to strengthening outcomes at these early, critical points and providing the academic foundation students need to persist and complete their degrees.

Objective 1.3: Strengthen student support services

Students who feel supported academically and personally are more likely to remain enrolled and complete their degrees. NSU is committed to strengthening student support services so that every student has access to the resources they need to succeed.

Objective 1.4: Increase tenure density

Faculty stability plays a crucial role in student success. A higher proportion of tenured and tenure-track faculty ensures continuity of instruction and curriculum, expands access to faculty mentorship, and strengthens NSU’s institutional capacity for curriculum management, academic enrichment, and student academic mentoring. Together, these contribute to stronger retention, academic engagement, and degree completion.

Goal 2: Advance Access and Opportunity

Objective 2.1: Increase enrollment of degree-seeking students

Increasing enrollment of degree-seeking students strengthens NSU’s capacity to fulfill its mission, expands access to higher education for more Nevadans, and directly supports regional workforce demands and community needs.

Objective 2.2: Implement comprehensive concurrent enrollment pathway programs

Concurrent enrollment creates earlier, more direct pathways to college. These programs increase high school graduation rates, college enrollment, credit accumulation, and degree attainment. NSU is committed to building a concurrent enrollment system that is comprehensive in scope, well-supported in delivery, and sustainable over time.

Objective 2.3: Expand opportunities to develop NSU’s geographic reach

NSU is committed to serving students beyond our main campus. Expanding our geographic reach makes higher education more accessible, supporting academic success and economic mobility.

Goal 3: Strengthen Operational Effectiveness and Maturity

Objective 3.1: Advance operational efficiency, consistency, and excellence

A university that operates well serves its students better. NSU is committed to advancing the operational systems, communication structures, and cross-functional collaboration that enable the institution to fulfill its mission effectively.

Objective 3.2: Expand, diversify, and increase the sustainability of financial resources

Financial sustainability strengthens NSU’s ongoing ability to operate effectively and sustain the programs and services on which students depend. By growing and diversifying revenue through increased fundraising, new programs, external grants, and other sources, NSU reduces dependence on any single funding stream and ensures its capacity to invest in academic programs, student support, and other institutional priorities.

Objective 3.3: Enhance NSU’s visibility and brand awareness

Visibility is a key lever for institutional growth, credibility, and long-term sustainability. A strong brand presence attracts students, faculty, partners, and resources and expands opportunities for the entire university community. NSU is committed to increasing public recognition of its strengths, values, and contributions, so that the communities it serves know what NSU offers and why it matters.

Objective 3.4: Foster a vibrant and engaged alumni community

NSU’s alumni are its most enduring connection to the communities it serves. A vibrant, engaged alumni community amplifies the university’s reputation, opens doors for current students through mentorship and networking, and sustains NSU’s mission beyond graduation.

Objective 3.5: Cultivate a workplace experience that uplifts employees and promotes their professional development

Operational maturity requires a workforce that is engaged, stable, and continuously developing. NSU is committed to cultivating a workplace where employees feel valued, supported in their professional growth, and connected to the institution’s mission.

Implementation

Following approval of the 2026–2029 Strategic Plan, an implementation plan will be developed and launched. Guided by a phased approach, it will translate institutional goals and objectives into aligned actions, timelines, and responsibilities.

Three-year implementation timeline

  • Fall 2026: Engage the campus community and announce Year 1 priority actions.
  • Spring 2027: Invite units to align their plans with the strategic plan. Track KPI progress. Adjust based on data insights.
  • Fall 2027: Institutional budget alignment. Year 2 actions begin.
  • Ongoing: Quarterly progress updates, annual review, and continuous alignment with budget and institutional priorities.

Built to stay on track

  • Every action has an accountable lead.
  • KPI dashboard, reviewed quarterly.
  • Annual assessment loop feeds adjustments.

Action Plan

Coming soon: the Action Plan launches in October 2026. Until then, the goals, objectives, and KPIs on this page are the authoritative framework for unit planning.

KPIs and Data Dashboard

Progress on the plan is measured through the key performance indicators tied to each objective. Benchmarks, targets, and live results will be published here.

Coming soon: October 1, 2026. An interactive dashboard and a companion spreadsheet will launch on that date, each carrying the benchmark and target for every KPI below, refreshed on the quarterly reporting cycle.

Progress Reports

While live data will be available on-demand, regular review and reporting will also be published throughout the plan’s duration.

Quarterly Updates: 

Regular progress checks against KPI targets.

Annual Reporting:

Comprehensive review and public reporting.

Ongoing Review:

Data-informed adjustments throughout the plan cycle

Campus Community Engagement

Engagement in the Planning Process

The 2026–2029 Strategic Plan was built through a collaborative, shared governance process. Input was gathered through committee meetings, structured analysis of internal conditions and external factors, Leadership Team workshops, campus information sessions, and public comment periods. All public comments were reviewed and considered, with feedback incorporated into successive drafts.

The Strategic Planning Committee, facilitated by the Division of Culture, Planning, and Policy, met over the course of 40 meetings aligned with the academic calendar to maximize participation. Members represented academic and administrative faculty, classified staff, students, and institutional leadership, serving as liaisons to their constituencies.

Strategic Planning Committee Members

Committee Leadership

  • Amey Evaluna, MPA, Project Director, Director of Culture, Planning, and Policy
  • Edith Fernández, Ph.D., Committee Chair, Vice President of Culture, Planning, and Policy

Governance Representatives

  • Toni Aceves, Classified Employee, Administrative Assistant 3, School of Nursing
  • David Cooper, Ph.D., Academic Faculty Senate, Associate Professor of Chemistry
  • Diana Morgan, B.A., Administrative Faculty Senate, Director of Stewardship and Community Relations
  • Eduardo Vega-Santiago, Nevada State Student Alliance

School Representatives

  • Molly Appel, Ph.D., School of Liberal Arts, Sciences, and Business, Associate Professor of English
  • Christine Beaudry, Ed.D., School of Education, Professor of Education
  • Andra Scano, DNP, School of Nursing, Distinguished Lecturer of Nursing

Institutional Representatives

  • Danette Barber, Institutional Effectiveness, Research Analyst
  • Maria Marinch-Gibbons, DPP, Office of the President, Chief of Staff
  • Bernnell Peltier-Glaze, Ed.D., Academic Affairs, Dean of Education
  • LaNelda Rolley, M.A., Advancement, Associate Vice President of Marketing and Events
  • Gwen Sharp, Ph.D., Academic Affairs, Interim Provost and Vice President of Academic Affairs
  • Brandy Smith, Ph.D., Finance and Business Operations, Interim Vice President of Finance and Business Operations
  • Sharneé Walker, Ed.S., Student Affairs, Associate Dean of Students, Disability Resource Center

Special thanks...

With appreciation: the committee also recognizes all who contributed as former or proxy members: Nicole Espinoza; Baden J. Fox, Ed.D.; Kevin Osorio Hernandez, B.A.; Ryan McInerney, J.D.; Pete Martini, Ph.D.; Ruby Ortega, MPA; Tony Scinta, Ph.D.; Dañelle Sundell, Ph.D.; Sandip Thanki, Ph.D.; and Danielle Welch, M.Ed.

Continuing the Conversation

Engagement does not end at approval. As the plan moves into implementation, the university will continue to involve the campus community in reviewing progress and shaping adjustments. Coming soon: details on ongoing forums, surveys, and feedback opportunities.

Additional Materials

Supporting materials for the strategic planning process, including framework overviews and metric definitions, will be gathered here.

Coming soon: This section is in development and will be updated as materials become available.